What is the most effective management mode of real estate multi-project development?

Under the new market policy, it is difficult for real estate development enterprises to "enjoy" land appreciation income through land reserve, and the investment income of enterprises is increasingly dependent on real estate development. The higher the project cost, the lower the profit rate will be one of the main characteristics of the market. This means that real estate development enterprises must pursue economies of scale if they want to develop continuously, rapidly and steadily. Therefore, it is an inevitable choice for developing enterprises to implement multi-project development and maximize the added value and profit rate of projects.

According to the market survey results of Rand Enterprise Management Research Office in June, 2006, among 300 typical real estate development enterprises randomly selected, 84% enterprises develop multiple projects at the same time, and 65,438+05% enterprises develop more than five projects at the same time. Among them, 73 listed real estate enterprises all carry out multi-project development, and 90% first-and second-class qualified enterprises carry out multi-project development. It can be said that multi-project development is the most important feature of the current real estate market, and it is also the only way for enterprises to become bigger and stronger.

"Multi-project development syndrome"

Under multi-project development, especially in the initial stage of multi-project development, many enterprises have some problems, which are manifested in the following aspects:

◎ The division of powers between the company and the project department (project company) is not clear, and the work interface relationship is not clear;

◎ The support and management functions of the company's headquarters cannot be effectively exerted, and it is difficult to effectively assess the project department;

◎ The project department (project company) is greatly influenced by the project manager's "rule by man", or is too dependent on the company or unwilling to obey the company's management;

◎ The execution of the project department (project company) is poor, and the execution results of plans, schemes and instructions often vary greatly;

◎ The relationship with partners such as shareholders and suppliers is not harmonious;

◎ The supply of human resources and funds is tight, and both resources are available and cannot be enjoyed;

◎ Little contribution to corporate brand building, and so on.

These problems are the main characteristics of "multi-project development syndrome", which often lead to low work efficiency and large target deviation rate (especially planned cost and profit target).

The chairman of a well-known development enterprise in Shanghai said: "The company is operating eight projects, six of which are in other places. Even if we go to each project once a month, it will be gone in 20 days. The company has a lot of things to deal with, such as running the land, running the money and running the relationship. Forty days a month is not enough, and it has become Iron Man and Flying Man. " Presumably, there are many companies like this chairman in the industry.

Why is there "multi-project development syndrome"? There are three main reasons:

First, the business development strategy is not clear.

Strategic development planning is the compass and big dipper of enterprise development. The business development strategy of real estate development enterprises generally includes market development planning, regional development planning and product development planning.

Real estate enterprises should study and formulate clear development plans at the beginning of multi-project development. Such as market development planning, land development, real estate development, commercial property development and other three market development plans, what are their respective goals, we must be clear. Such as regional development planning, whether focusing on first-tier cities such as Beijing and Shanghai, or second-and third-tier cities; Whether concentrated in the local area or extended to the Pearl River Delta, Yangtze River Delta and Beijing-Tianjin-Tanggu areas; Whether to expand coastal cities such as Xiamen, Ningbo, Qingdao and Dalian, or to expand provincial capital cities such as Fuzhou, Nanjing, Jinan and Shenyang; Focus on developing eastern cities, or actively develop central cities such as Wuhan, Changsha, Hefei and Nanchang. After determining the target direction, it is necessary to further analyze the vacancy rate of commercial housing and the proportion of tertiary industry in the target city to determine the entry order. These problems should also be clarified one by one. For example, product development planning, product model, project scale, the proportion of various products (high-end, mid-range, ordinary commercial housing, etc. ) and product concept, and similar problems must be made clear in the early stage of multi-project development. In the new market and new situation, real estate development enterprises must change from opportunity orientation to strategic orientation as soon as possible, otherwise blind expansion will easily lead to or amplify "multi-project development syndrome".

Second, the allocation of resources is unreasonable.

As we all know, real estate enterprises are resource-intensive enterprises. According to the scope, real estate enterprise resources can be divided into internal resources and external resources. Internal resources include human resources, financial resources, land resources, technical resources and brand resources, while external resources include supplier resources, government resources and customer resources. According to the nature, it can be divided into dominant resources and recessive resources. Among them, the dominant resources are material resources, including human resources, financial resources, land resources, customer resources and so on. And recessive resources are intangible resources, such as technology, brand, culture, public relations, strategy, system, etc. The process of social development is the process of resource allocation, and so is the process of enterprise development. In order to achieve sustainable and healthy development, enterprises must optimize the allocation of various resources.

Only by optimizing the allocation of resources can we maximize the value of resources, which can not only prevent the waste of some resources, but also reduce the impact on the development of enterprises due to the shortage of some resources (the so-called "short board"). Resource integration is one of the contents of resource allocation, and resource allocation is the core competence that enterprises must have for development.

Many enterprises can not effectively optimize the allocation of resources when implementing multi-project development, and some take "short board" resources as the allocation benchmark, which is too conservative and causes waste of other resources; Some take "longboard" resources as the allocation benchmark, which is too radical, leading to excessive tension of other resources (such as human resources and financial resources) and even unable to bear the influence or impact of major external factors. Shunchi is an example of this. In fact, not only Shunchi, but also most enterprises engaged in multi-project development in the industry generally lack resources, including human resources, financial resources, technical resources and so on. What is not lacking is often land resources and relationship resources, which is a big joke for all enterprises in the real market.

Third, the rules and regulations are not perfect.

Enterprises must establish and improve a set of comprehensive, appropriate and effective rules and regulations in order to maintain sustained and stable development. Compared with other industries, real estate development enterprises have great particularity and management difficulty in human resources, capital operation, cost control, bidding and procurement. According to different management plates or functional modules, real estate enterprises should establish the following management subsystems: administrative affairs management system; Information management system; Legal affairs management system; Human resource management system; Financial management and cost control system; Investor relations management system; Supplier management and procurement management system; Project (engineering) management system; Marketing management system; Customer relationship management system and so on.

Sound rules and regulations and perfect management system are the basic guarantee for the development of enterprises. In the early stage of development, because of the lack of management level and personnel, only a simple "management system establishment" is enough. Under multi-projects, there are more people, more departments, more levels, more complicated capital flow and information flow, and longer workflow. If an enterprise does not have a comprehensive, appropriate and effective management system, it will inevitably lead to the overlapping of rights or the vacuum of responsibilities, and then "multi-project development syndrome" will appear.

Don't blindly follow the "benchmark" enterprises

Perhaps China's fast-growing real estate industry lacks a real role model, and many enterprises are used to finding a benchmark enterprise for themselves. Whether to praise Sunco or not, at the early stage of Sunco's rapid development, it must have aroused the envy of many enterprises in the industry, especially many enterprises that are also in the stage of rapid development, taking Sunco as a benchmark. Of course, more and more enterprises still regard Vanke as a benchmark, especially after Mr. Feng Lun published "Learn from Vanke", more and more enterprises regard Vanke as a benchmark enterprise.

Setting a benchmark enterprise can enable enterprises to form a goal of working together under the same vision. The purpose of benchmarking enterprises is to learn, but they should never copy or blindly follow.

Take Vanke as an example. I hope that enterprises in the industry will not blindly follow suit for two reasons:

First, there is no comparability.

By the end of 2005, Vanke's total assets were 265.438+0.99 billion yuan and its net assets were 836.5438+0 billion yuan. In 2005, Vanke actually completed the construction area of 2.593 million square meters, up 7.9% year-on-year, and the completed area of 2174,000 square meters in the same period, up 37.9% year-on-year. Although Vanke is not the first in many individual indicators, it is worthy of the name 1 in the domestic real estate industry in terms of comprehensive strength. Vanke can become the industry number 65438. In particular, Vanke's R&D strength, service concept, brand value and corporate culture are hard to imitate. In addition, over the years, Vanke has taken the road of specialization in subtraction, while many enterprises in the industry have taken the road of diversification: not only have their own sales companies, property companies, but also construction companies and greening companies-there is no comparability. Moreover, Vanke's professional development model has its historical reasons. It is successful for Vanke, but it is not necessarily suitable for other enterprises. Every enterprise has its own special situation, and the enterprise group itself is diversified. How can there be a single development model? For every enterprise, what suits you is the best.

Second, Vanke's project management model is not an efficient model.

In view of the scale of the enterprise, the number of projects and the market layout, Vanke adopts a four-level management mechanism of group company, regional company, city company and project department. So its structural design, post setting and process design are all designed according to the four-level management mechanism. For the vast majority of real estate enterprises in the industry, because Vivanco has a small number of projects and its development pattern is different from Vanke's, it can generally adopt a three-level management mechanism, that is, company-city company-project department, or even a two-level management mechanism, that is, company-project department (project company).

It is a universal law that the more management levels, the longer the information chain and the lower the work efficiency. Many enterprises blindly follow Vanke's management model, and even some consulting structures promote and copy Vanke's management model, or consult other enterprises according to Vanke's business processes. The result is really unimaginable.

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